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It can be hard to determine which comes first, satisfied employees or a top-notch workplace, but it's clear that the two go hand in hand.

At Burns & McDonnell Engineering, the employees are the company -- literally. The firm, based in Kansas City, Mo., with a Connecticut location in Wallingford, just celebrated 25 years of being 100 percent employee-owned. Through an Employee Stock Ownership Plan (ESOP), Burns & McDonnell has established its employees as beneficial stockholders in the company, at no cost to the individual.

"You actually have a stake in the company's financial success," Marisol Velazquez, who works in human resources, said.

Burns & McDonnell was ranked No. 3 among mid-size companies in the Top Workplaces survey, a sign that employees are clearly enjoying their ownership in the company. As part of the ESOP, they are also investing in the future as the shares they cultivate during their tenure are cashed in when an employee leaves the company or retires. Burns & McDonnell is among only a handful of companies nationwide with such a program in place.

"It's a very entrepreneurial spirit here," Elise Holder, who works in marketing, said. "Watching our clients succeed is very important to each individual."

That kind of autonomy, where employees take on a large share of responsibility and feel deeply invested in their company, is a big component in what determines a top workplace. At the same time, employees look for a supportive, team-driven environment where management connects closely with the rest of the company and ideas flow freely.

This is particularly appreciated at Calcagni Associates, the Cheshire-based real estate agency, which is a field that can sometimes foster competitive feelings in the office. The firm was listed as the No. 2 small company in the survey.

"We have a special atmosphere in all of our three offices," company president Steven Calcagni said. "It's an atmosphere of cooperation rather than competition, which is unusual in the real estate industry. Our agents like to have fun, so it's professional, but it's not uptight."

Groups of agents will get together on a weekly basis and meet in a relaxed, confidential environment, where anything from business to personal lives can be discussed. Calcagni will sometimes even bring his dog into work.

In the pre-recession era, the entire company would splurge on trips to New York to attend the latest Broadway shows, but, since the economic downturn, Calcagni has had to scale back a little. Still, the company regularly celebrates anniversaries and birthdays and makes an effort to have its employees interact outside of business.

"We try to make a point of celebrating and getting together socially," Calcagni said.

At Higher One Inc., a New Haven-based company that guides colleges' financial services, even the configuration of the office contributes to the sense of freedom.

"It's actually a very open environment," said Shoba Lemoine, media relations manager. "The layout of the office is very open -- it's one big office with no walls, no cubicles. It definitely fosters communication."

Management that keeps staff informed on the workings of the company is another key factor in a successful workplace, as employees are not only concerned with the direction of the company, but also want to feel a sense of engagement with their leaders.

At Aquarion Water Company, which placed No. 2 among large businesses, managers strive to maintain steady communication with employees, including newsletters, bulletins and email updates. The president and CEO, Charles Firlotte, also sends out voice-mail messages every Friday to the entire company with a rundown of the week.

"The employees feel appreciated, they feel that the work they do is valued," Lucy Teixeira, director of human resources, said. "I think we have a great atmosphere; people want to come to work. We want to create a work environment that's conducive to innovation."

Webster Bank, ranked No. 9 among large companies, encourages its employees to extend the company values, officially known as the Webster Way, beyond the company to the community. The company, based in Waterbury, with branches around the state, provides its employees with an additional half day off each quarter, with pay, to devote time to charitable events in the community. "We're a values-based company," Jeff Brown, executive vice president and chief administrative officer, said. "The Webster Way outlines our commitment to our customers, our commitment to our community and our commitment to our employees."

The company has a series of reward programs designed to acknowledge employees for their outstanding behavior, long service to the bank or customer service record, and have recently instituted a peer review system that allows bankers to nominate their colleagues for special recognition.

For employees at RTi Market Research and Brand Strategy, a research and data analysis firm in Stamford, a shared sense of purpose helps drive the company to success. The firm, which placed fifth among small companies in the survey, weathered the economic downturn of the past few years and even expanded with new staff.

"It's really the culture, that family-like feeling," David Rothstein, president and chief executive officer, said. "Many employees have been here a long time and I think there's a real feeling of pride and ownership in the work they do. Much of the staff are really self-motivated. That's what makes it work. Everyone is faced in the same direction and, by making our clients successful, we become successful."